Supplier Evaluation and Selection

Chapter Overview
Supplier evaluation and selection process Key supplier evaluation criteria Developing a supplier evaluation and selection survey Critical supplier selection issues Reducing supplier evaluation and selection cycle time

Evaluation and Selection Process

No one best way Overall objective is to reduce sourcing risk and maximize value to the buyer Need to select suppliers for the longterm

Supplier Selection and Evaluation

Recognize the need for supplier selection
Identify key sourcing requirements Determine sourcing strategy Identify potential supply sources

Limit suppliers in selection pool

Determine method of supplier evaluation and selection

Select supplier and reach agreement

Evaluation and Selection Decisions

During new product development Due to poor existing supplier performance At the end of an existing contract Buying new equipment Expanding into new markets or product lines Receiving internal user requisitions

Evaluation and Selection Decisions

Performing market tests Facing countertrade requirements During outsourcing analysis Consolidating volumes Conducting a reverse auction When current suppliers have insufficient capacity Reducing supply base size

Identify Key Sourcing Requirements

May be determined by internal and external customers
Supplier quality Cost Delivery performance Other

Vary widely from item to item

Determine Sourcing Strategy

Single vs. multiple sourcing Short-term vs. long-term contracts Design support vs. operational support Full-service vs. non-full-service suppliers Domestic vs. foreign-based suppliers Collaboration vs. arms length relationship

Identify Potential Sources

How well existing suppliers can satisfy cost, quality, and/or other performance objectives Strategic importance of purchase requirement Technical complexity of purchase requirement

Information Search Requirements

High Capability of Suppliers High Strategic Importance to Buyer Low Capability of Suppliers

Minor to Moderate Major Information Information Search Search

Low Strategic Importance to Buyer

Minor Information Search

Minor to Moderate Information Search

Sources of Information
Current suppliers Preferred suppliers Sales representatives Information databases Experience Trade journals Trade directories Trade shows Second-party or indirect information Internal sources Internet searches

Sourcing Alternatives
Manufacturer vs. distributor
Vendor-managed inventory Integrated supply

Local, national, or international suppliers Large vs. small suppliers

Capability

Multiple vs. single sourcing

Limit Suppliers in Selection Pool

Financial risk analysis
Ex. Dun and Bradstreet reports

Evaluation of supplier performance

For existing suppliers

Evaluation of supplier-provided information

Preliminary surveys (entry qualifiers) RFIs, RFPs, or RFQs

Method of Evaluation and Selection

Evaluation from supplier-provided information Supplier visits Use of preferred suppliers External or third-party information

Key Suppliers Evaluation Criteria

Price, quality, and delivery Management capability Employees capabilities Cost structure Total quality performance, systems, and philosophy Process and technological capability

Key Suppliers Evaluation Criteria

Environmental regulation compliance Financial stability Production scheduling and control systems E-commerce capability Suppliers sourcing strategies, policies, and techniques Longer-term relationship potential

Management Capabilities
Does management practice long-range planning? Has management committed to total quality management and continuous improvement? How high is management turnover? What are the professional and educational backgrounds of key managers?

Management Capabilities
What is the organizations vision? Is the company customer focused? What is the history of labormanagement relations? Is the organization making necessary capital investments?

Management Capabilities
Is the organization prepared to face future competitive challenges? Does management fully understand the importance of strategic sourcing?

Employee Capabilities
Degree of commitment to quality and continuous improvement Overall skills and abilities Employee-management relations Worker flexibility Workforce turnover Willingness to contribute to improved operations

Total Cost Structure

Direct labor costs Indirect labor costs Material costs Manufacturing or process operating costs General overhead costs

Challenges of Total Cost Analysis

Supplier may not understand its true costs Unsophisticated cost accounting system Cost data is considered proprietary Buyers knowledge may undermine suppliers pricing strategy Supplier is concerned about potential misuse of its cost data

Total Quality Performance

Management commitment Use of SPC(Statistical Process control) techniques Level of defects Safety, training, and maintenance Use of MBNQA(Malcolm Baldrige National Quality Award) and ISO 9000 criteria

Process and Technological Capability

Level of technology, design capability, methods used, and equipment
Current vs. future capabilities

Resources committed to R&D

Environmental Compliance
Disclosure of environmental infractions Hazardous and toxic waste generation and management Recycling management ISO 14000 certification Control of ozone-depleting substances

Financial Stability
Often used as a screening process in the initial selection phase Risks of a financially weak supplier
Supplier will go out of business Insufficient resources to invest in improved plant and equipment Supplier may become too dependent on buyer May be an indicator of other problems

Production Scheduling and Control

Does the supplier use MRP? Does the supplier track material and production cycle times? Can the supplier support the buyers JIT initiatives? What are the suppliers real lead times? What is the suppliers on-time delivery performance?

E-Commerce Capability
Web-based B2B vs. EDI systems Does the supplier have CAD capability? Does the supplier use bar coding? Does the supplier use RFID? Can the supplier provide ASNs(Abstract Syntax Notation)? Can the supplier accept EFT transfers? Does the supplier utilize e-mail?

Suppliers Supply Base Strategies

Tier 1 vs. Tier 2 vs. Tier 3 suppliers Sharing of information Level of supplier development activities in the suppliers own supply base

Potential for Long-Term Relationships

Is the supplier willing to participate? Can the supplier commit necessary resources? When in the design phase can the supplier participate? How is the supplier unique? Can the supplier participate in joint problem solving and improvement?

Potential for Long-Term Relationships

Will there be free and open information sharing? Will the supplier engage in future planning? Can the supplier maintain the buyers need for confidentiality? What is the general level of comfort between the parties?

Potential for Long-Term Relationships

How well does the supplier understand the buyers industry and business? Will the supplier share cost data? Is the supplier willing to share innovation data early? Can the supplier commit to dedicated capacity? What is the suppliers commitment level?

Evaluation and Selection Surveys

Identify supplier evaluation categories Assign a weight to each category Identify and weight subcategories Define a scoring system for categories and subcategories Evaluate supplier directly Review results and make decision

Initial Supplier Evaluation

Category
Quality Systems Process control systems Total quality commitment PPM defect performance Management Capability Management/labor relations Management capability Financial Condition Debt structure Turnover ratios Cost Structure Costs relative to industry Understanding of costs Cost control/reduction efforts Delivery Performance Performance to promise Lead-time requirements Responsiveness Technical/Process Capability Product innovation Process innovation research and development Information Systems Capability EDI capability CAD/CAM General Support of minority suppliers Environmental compliance Supply base management

Weight
20

Subweight
5 8 7

Score (1 - 5 scale)
4 4 5 4 4 3 4 5 4 5 3 3 3 4 5 5 5 0 3 5 4

Weighted Score
4.0 6.4 7.0 4.0 4.0 3.0 4.0 5.0 4.0 5.0 3.0 3.0 3.0 4.0 5.0 5.0 3.0 0.0 1.2 3.0 4.0 Total Score

Subtotal

17.4

10 5 5 10 5 5 15 5 5 5 15 5 5 5 15 5 5 5 5 3 2 10 2 3 5 3.0 7.0 8.0

14.0

9.0

14.0

8.2 80.6

Critical Supplier Selection Issues

Size relationship Use of international suppliers Competitors as suppliers Countertrade requirements Social objectives

Reducing Selection Cycle Time

Map the existing process Integrate with internal customers Data warehouse with supplier information Third-party support

Reducing Selection Cycle Time

New organization design features Preferred supplier list Electronic tools Predefined contract language and shorter contracts

A Good Supplier Does the Following:

Builds quality into the product, aiming for zero defects Makes delivery performance a priority Demonstrates responsiveness to a buyers needs Works with the buyer to reduce lead times

A Good Supplier Does the Following:

Provides the buyer with capability and workload information Creates the future Reinvests part of its profits into R&D with a long-term view Meets stringent financial stability criteria when evaluating new customers